Author: azeeadmin

There’s considerable interest in the way blockchain technology could be used to manage personal data — so-called “self-sovereign ID” — but, to date, there are precious few examples of exactly how it might work.

At TechCrunch Disrupt Berlin on the Startup Battlefield stage, Gravity Earth gave insight into how blockchain can be used to help refugees gain access to financial services and other resources to raise their standards of living.

The Nairobi-based startup was founded by Johannes Ebert, Laurent Salat and Paul Langlois-Meurinne. It has developed a platform that allows a person’s digital data to be stored securely on its decentralized platform. That’s a lot of technical terminology, and in practice it translates to helping digitize data that can be used by NGOs who are working at refugee camps with some 80,000 people. In Gravity Earth’s case, it is close to its first deployment at a refugee camp in Kakuma, Kenya.

The rollout will see Gravity Earth’s solution used to track daily attendance at three schools in the camp, and student’s academic performance. That’ll be based on biometric data, with teachers able to upload performance and test data via a web app.

Going forward, Ebert said that the startup will work closely with NGOs to track other data and indicators that can be used to positively impact the lives of the residents in the camp.

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“Everyone in the camps is basically an unknown person, so every piece of information known about them gains a lot of value,” Ebert explained. “That could be tracking attendance in school, or basic identity such as age, the number of kids in the household, languages spoken, etc.”

Gathering data can be challenging, but the Gravity Earth platform allows third parties to provide and validate data on users. Validators are incentivized with bonuses such as free mobile airtime and lotteries.

“Trust is built and identity is validated through the community so being able to capture claims being made by, for example, a village chief is very interesting,” Ebert said. “How is this person connected in the network? How many people have validated them, etc.?”

The goal is to connect the platform to third-parties, such as financial services platforms, to enable users to gain access to banking, financial services, and more in the future. That requires some learning on both sides, with users educated on granting third-parties access to their data.

Gravity Earth has raised undisclosed seed money to date, and there are plans to raise VC capital in 2019. Ebert, however, said that the company isn’t planning to run an ICO.

“We’re not considering an ICO and we don’t issue any tokens,” he explained. “For us, the focus is really on the product — the front end — because there are so many things to figure out there. How do we drive adoption and keep our users engaged?”

The company is already looking at expansion opportunities focused on Africa.

“We’ll consider new projects once there are a critical number of users on the platform and we have rich data profiles for the users,” Ebert explained. “The thing we’d like to move to is access to financial services for refugees — we also see this as a way to monetize and prove our business model.”

Germany’s competition regulator (Bundeskartellamt) is opening an investigation against Amazon . In particular, the regulator is going to look at the relationship between Amazon and third-party sellers on the platform.

“Its double role as the largest retailer and largest marketplace has the potential to hinder other sellers on its platform,” Bundeskartellamt president Andreas Mundt wrote in the announcement. “Because of the many complaints we have received we will examine whether Amazon is abusing its market position to the detriment of sellers active on its marketplace”

And it’s true that Amazon is in a difficult position when it comes to anti-trust investigations. The company sells products directly to consumers — you can even buy Amazon-branded items. But many sellers list items on the platform directly and send them directly to customers.

Some of them choose to ship items from their own warehouses, while others participate in the “Fulfillment by Amazon” program. This program has become increasingly important to the company’s bottomline.

German regulators want to look at “product reviews, the non-transparent termination and blocking of sellers’ accounts, withholding or delaying payment, clauses assigning rights to use the information material which a seller has to provide with regard to the products offered and terms of business on pan-European despatch.”

French regulators also fined Amazon back in December 2017, according to Le Parisien — a $11.4 million fine (€10 million). Once again, regulators didn’t like the terms between Amazon and third-party companies. Sellers have to comply to unfair rules and Amazon can terminate relationships whenever they want.

Amazon has to tread carefully as it acts as a gateway between customers and sellers. Let’s see if those investigations in France and Germany could lead to tougher rules at the European level.

Scooter startup Lime has confirmed it hired Definers but claimed it didn’t know the controversial PR firm would try to smear its rivals. The company was speaking during an on stage interview here at TechCrunch Disrupt Berlin.

Definers was recently revealed to have carried out so-called ‘opposition research’ on entities critical of Facebook . Including by leveraging anti-semitic conspiracy theories about billionaire George Soros, according to the New York Times, which broke the story earlier this month.

At the same time it emerged that other tech firms had also been using Definers — Lime being one of them.

And, as we reported earlier, the PR firm pitched us a suggestive email seeking to throw mud on scooter rival Bird.

“I read your piece on Bird’s custom scooter and delivery. Just wanted to flag that Bird’s numbers seem off based on what they have listed on their website. They’ve taken a bunch off the list. Seems odd since they just announced 100 cities two weeks ago. Thought you’d find this interesting,” Definers wrote us on October 5.

Asked about its business relationship with the PR firm, Lime’s VP of global expansion Caen Contee, claimed it had not known how Definers operated.

He also said Lime has since terminated its program with the firm.

“First off we do not support that,” he said, of the Soros smears. “We do not believe that this is the space that should be used for anything [like that]. We used them to work on our Lime green and our carbon free programs. As soon as we understood they were doing some of these things we parted ways and finished our program with them.”

Contee claimed Lime had engaged Definers to try to understand “what were the levers of opportunity for us to really create the messaging and also to do our own research; understanding the life-cycle; all the pieces that are in a very complex business”.

“As soon as we found out they were engaged in bad practices that were not beneficial and obviously not creating a good image… we decided to move on,” he said, adding that Definers had been “recommended by top providers all the way around”.

Pressed by TechCrunch’s Romain Dillet on why it had sent an email on Lime’s behalf seeking to smear Bird, Contee continued the flat-denial — now in the first person.

“Okay I don’t know anything about that. Honestly,” he said.

“Aren’t you suppose to know who you’re working with?” rejoined Dillet.

“Of course we know who we’re working with. As to knowing exactly the tactics I don’t know your tactics but I’m here talking to you,” replied Contee, misleadingly comparing a commercial business relationship with an unpaid appearance at a technology conference.

The whole episode sits uneasily with other comments the Lime VP made during the interview, as he sought to paint a picture of a collaboratively minded company.

He claimed Lime wants to not just partner with the cities (he called them “city stakeholders”) it obviously needs on side in order to seed its on-demand electric vehicles but also with other players in the multi-modal urban mobility space — to build momentum and drive adoption of a new and disruptive mobility tech.

Changing behaviour will be key to expanding the urban mobility opportunity, he suggested, adding: “We need to really address and change the behavior. And if multiple companies are enabling that then we’re all for it.”

“Our methodology is working side by side with cities,” he also said. “And the ability to do so is based on showing demand. What you’re seeing now is that cities have long wanted to support urban mobility lanes, and recreate the urban infrastructure. But it’s a bit of a chicken and egg problem.

“We provide a supply, the demand is there and I think what you’ll see is that as we create more infrastructure and we encourage more of this behaviour cities will encourage also to see more and more of these types of companies to really serve their citizens.”

Lime has previously taken investment from Uber — and Contee couched that multi-modal rival as “both” an investor and partner.

“I think the reality is that we want to see cities transform and we welcome anyone who wants to find a way to help us do that alongside of us — as part of more of a partner-based company,” he said, when asked about Lime’s relationship with Uber . “Where we’ve got long-term relationships and collaborating than we are about trying to create things between people.”

“Ultimately this is proving the viability of the space, enabling the transformation that we see. The fact that globally we have less than 5-10% for what is ultra-mobility, in terms of the number of trips that are happening in the community… that’s the real thing we need to be doing,” he added.

The pitch for fellow urban mobility innovators to work with Lime to collectively open up a nascent market makes it all the more puzzling that it engaged an oppo research firm which tried to sling mud at a rival.

Unless, well, Lime actually views rival scooter startups as a barrier to grabbing greater marketshare (and thus scaling the value of its company faster — perhaps to shoot for an early exit).

And therefore as better ridden over or pushed out of the road as it pulls to go full throttle.

Contee said otherwise today. But the Definers pitch stands as a contraction. So not doing proper due diligence there looks like a major misstep.

One thing is clear: Lime has been accelerating very rapidly over the past 18 months.

Contee confirmed today that it’s operating in 130 cities globally, with now a full 20 million rides under its belt — and a staggering $467M raised.

While, as VP of global expansion, he said he’s only home for three to four days a month on account of all the work travel required to set up local teams, adding — without obvious irony — “I live on a plane.”

Asana, a service that teams and individuals use to plan and track the progress of work projects, is doubling down on its own project: to shape “the future of work,” in the words of co-founder and CEO Dustin Moskovitz. The startup, whose products are used by millions of free and paying users, today is announcing that it has raised another $50 million in funding — a Series E that catapults Asana into unicorn status with a $1.5 billion valuation — to invest in international and product expansion.

Asana has been on a funding tear: It raised $75 million just 11 months ago at a $900 million post-money valuation, bringing the total this year to $125 million, and $213 million since being founded in 2008.

Led by Generation Investment Management — the London firm co-founded by former US Vice President Al Gore that also led that Series D in January — this latest round also includes existing investors 8VC, Benchmark Capital and Founders Fund as well as new investors Lead Edge Capital and World Innovation Lab.

Asana has lately been focused on international growth — half of its new sales are already coming from outside the US — and expanding its product as it inches toward profitability. These are the areas where its latest investment will go, too.

Specifically, it plans to open an AWS-based data center in Frankfurt in the first half of next year, and it will set down more roots in Asia-Pacific, with offices in Sydney and Tokyo. It is also hiring in both markets. Asana has customers in 195 countries and six languages, and it looks like it’s homing in on these two regions because it’s seeing the most traction there.

On the product side, the company has been gradually adding machine learning, predictive and other AI features and it will continue to do that as part of a “long-term vision for marrying computer and human intelligence to run entire companies.”

“Our role is to help leaders understand where their attention can be most useful and what to be focused on,” Moskovitz, pictured right with co-founder Justin Rosenstein, said to me in an interview earlier this month when describing the company’s AI push.

The funding caps off an active year for Asana.

In addition to raising $75 million in January, it announced 50,000 paying organizations and “millions” of free users in September. It also introduced new products and features, such as a paid tier, Asana for Business, for larger organizations managing multiple projects; Timelines for drilling into sequential tasks and milestones; and its first steps into AI, services that start to anticipate what users need to see first and prioritise, based on previous behaviour, which team the user is on, and so on:

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Asana has been close to profitability this year, although it doesn’t look like it has quite reached that point yet. Moskovitz told me that in fact, it has held on to most of its previous funding (that’s before embarking on this next wave of ambitious expansions, though).

“We have so much money in the bank that we have quite a lot of options [and are in a] strong position so choose what makes the most sense strategically,” he said. “We’ve been fortunate with investors. The prime thing is vision match: do they think about the long-term future in the same way we do? Do they have the same values and priorities? Generation nailed that on so many levels as a firm.”

How Asana fits into the mix with Slack, Box and others

Asana’s growth and mission both mirror trends in the wider world of enterprise IT and collaboration within it.

Slack, Microsoft Teams, Workplace from Facebook and other messaging and chat apps have transformed how coworkers communicate with each other, both within single offices and across wider geographies: they have replaced email, phone and other communication channels to some extent.

Meanwhile, the rise of cloud-based services like Dropbox, Box, Google Cloud, AWS and Microsoft’s Azure have transformed how people in organizations manage and ultimately collaborate on files: the rise of mobile and mobile working have increased the need for more flexible file management and access.

The third area that has been less covered is work management: as people continue to multitask on multiple projects – partly spurred by the rise in the other two collaboration categories – they need a platform that helps keep them organised and on top of all that work. This is where Asana sits.

“We think about collaboration as three markets,” Moskovitz said, “file collaboration, messaging, and work management. Each of these has a massive surface area and depth to them. We think it’s important that all companies have tools that they use from each of these big buckets.”

It is not the only one in that big bucket.

Asana alternatives include Airtable, Wrike, Trello and Basecamp. As we have pointed out before, that competitive pressure is another reason Asana is on the path to continue growing and making its service more sticky.

Indeed, just earlier this month Airtable raised $100 million at a $1.1 billion valuation. Airtable has a different approach – its platform can be used for more than project management – but it’s most definitely used to build templates precisely to track projects.

You might even argue that Airtable’s existing offering could present a type of product roadmap for what might be considered next for Asana.

For now, though, Asana is building up big customers for its existing services.

The product initially got its start when Moskovitz and Rosenstein – as respectively as co-founder and early employee of Facebook – built something to help their coworkers  at the social network manage their workloads. Now, it has a range of users that include a number of other tech firms, but also others.

London’s National Gallery, for example, uses Asana to plan and launch exhibitions and business projects; the supermarket chain Tesco’s digital campaigns; Sony Music, which also uses it for marketing management but also to track a digitization project for its back music catalog; Uber, which has managed some 600 city expansions through Asana to date.

“At Generation Investment Management, we’re grounded in the philosophy that through strategic investments in leading, mission-driven companies we can move towards a more sustainable future,” said Colin le Duc, co-founder and partner, Generation Investment Management, in a statement.

“We see Collaborative Work Management as a distinct and rapidly expanding segment, and Asana has the right product and team to lead the market. Through Dustin and the team, Asana is changing how businesses around the world collaborate, epitomizing what it means to deliver results with a mission-driven ethos.”

While Brexit’s effects are dominating headlines in the UK and around the globe, the nation’s startup industry should emerge from the chaos relatively unscathed, according to longtime European venture investor Saul Klein .

A former partner at Index Ventures (and an employee at Skype back in the day), Klein is on to his next act as an early-stage investor alongside his father, Robin (who is, himself, a famous early-stage investor in technology) at LocalGlobe. 

Onstage at TechCrunch Disrupt Berlin, Klein brushed off any potential impact that the exit of the UK from the European Union might have on startups and entrepreneurship for the country. Indeed, according to Klein, Britain’s startup kids are all right.

Given that roughly 85% of Klein’s portfolio at LocalGlobe is based in the UK, his take on Brexit’s potential impact better be right (for the sake of his fund).

But there’s data to back up Klein’s assertion of the ramifications of Brexit for the UK startup community. “We did a survey with a lot of other people in the ecosystem,” says Klein. “Only 9 percent of companies were thinking of moving. It hasn’t really changed behavior.”

From Klein’s perspective, industry observers need only look at the increasing capital commitments being made to UK startups. “[The] UK in 2016 had about $3.5 billion and the year after it had $7 billion or $8 billion. Venture is a 10- to 12-year bet. Anyone investing in the UK in 2017 and 2018 had heard of Brexit and priced that in.”

Beyond the current investments, the past indicators of Britain’s success loom large over the entire European startup industry. Roughly 40 percent of Europe and Israel’s unicorns hail from the UK and seven out of Europe’s top ten investment funds hail from the UK (based on the number of unicorns they’ve invested in), according to Klein.

Even immigration issues shouldn’t present a problem for Britain. “The UK is thinking about how do we get more highly skilled talent to the UK. Not less,” Klein says.

Jeffrey Martin takes massive panoramic photographs of the world and his photos let you go from from the panoramic to the intimate in a single mouse swipe. Now he’s truly outdone himself with a 900,000 pixel wide photo of Prague’s Old Town that took six months to build.

The photo, viewable here, has a total spherical resolution of 405 gigapixels and amazing. Martin used a 600mm lens and 50MP DSLR to take photos of nearly everything in the Old Town. You can see the Cathedral, Castle Hill, and even spot street signs, building signs, and pigeons. It’s a fascinating view of a beautiful city.

Martin said it took him over six months to post-process the picture and it required thousands of photos and tweaks. He said the files are six times bigger than anything Photoshop can manage so he found himself working with delicate fixes as he stitched this amazing photo together.

Local governments collect a lot of data, but they aren’t always great at organizing and using it efficiently. Instead of letting useful municipal insights sit around in disparate databases, some not even digital, Berlin-based Polyteia proposes a platform that would allow city leaders to unify and analyze the data that represents the constituents that they serve.

TechCrunch spoke with Polyteia co-founders Faruk Tuncer and Taisia Antonova (CEO and CPO, respectively) at Disrupt Berlin 2018, where they are competing in the Startup Battlefield, and heard a bit more about the platform, who it’s designed for and why. The company was also created with the help of a third co-founder, lead Polyteia architect Lukas Rambold. For the project, Tuncer will bring his experience working in city governments to bear, while Antonova provides expertise on the product side. Antonova is a TechCrunch Battlefield veteran, having pitched IO onstage in London back in 2014.

Polyteia’s platform is designed to serve the mayor’s office and city council alike, with a modular topic-specific system that lets cities (and towns) choose bits of its smart governance platform à la carte. The goal is to bring together legacy data stored in various systems into a central location. “It’s trapped in silos,” Tuncer said. “It takes a lot of time to aggregate that data.” Polyteia also offers to digitize data for clients that might still be stuck with some paper systems.

That modular design means that Polyteia plans to collect and glean insight on everything from local fire departments and housing projects to schools and childcare. The company began its pilot product, now operating, with a childcare module that allows local governments to track kindergarten needs and utilization numbers, making it possible to identify areas that might need expanded services.

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In the town of Oranienburg, Head of Central Services Department Mike Wedel is using Polyteia to figure out childcare needs and lauds how with Polyteia “reports are generated at the fingertip.” Angelika Kerstenski, treasurer of the City of Wriezen and chairwoman of the Association of Treasurers in Brandenburg, had similar praise for its work with the new platform. “Polyteia transforms financial and operational data into KPIs and provides forecasts,” Kerstenski said. “Those enable me to control effectively and strategically, without any extra effort.”

The company’s second module, which Polyteia calls a “logical next step,” will be schools. The company is in talks with two German cities about rolling out its school modules now. Polyteia’s business is subscription based, with an activation fee between €5,000 and €50,000 and an annual license fee between €10,000 and €40,000, depending on the size of the project. 

Aware of the sensitive nature of the data it will handle, Polyteia’s platform will receive only anonymized, aggregated data from its clients, complying with privacy laws and negating any potential risk. Beyond privacy concerns, Polyteia notes that many govtech companies struggle to “crack the European market” due to the fragmented nature and heterogeneous needs of different countries, but with some expertise in governance it doesn’t expect to meet the same resistance.

So far, Polyteia’s partner cities have been pleasantly surprised with a startup’s approach to their own data hassles. The company boasts three paying clients to date. “They’re quite impressed with our speed,” Antonova said.

Meet Spin Analytics, a startup that wants to leverage artificial intelligence to automatically write credit risk modeling regulation reports. The company is participating in Startup Battlefield at TechCrunch Disrupt Berlin.

If you work for a big bank, you know how painful it can be to launch a new product. Every time you start selling a new asset, you need to comply with regulations around the world. It can take months and a lot of money to write detailed documents about your asset.

This isn’t like writing a school essay. You need to validate the model, stress test and make sure that everything is sound. “The idea is to automate this process. Today, this process takes 6 to 9 months,” co-founder and CEO Panos Skliamis told me before Disrupt.

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Spin Analytics calls its platform RiskRobot. First, you need to get a clean data set. The startup helps you aggregate, merge and cleanse data before processing it. This process alone usually takes 4 to 6 weeks.

 

Second, RiskRobot makes sure you comply with regulations in Europe, the U.S. and all around the world — Basel III, CECL, you name it.

Finally, Spin Analytics writes the big report. Regulators want to make sure that it’s accurate. That’s why the report contains step-by-step instructions so you can reproduce the model later. Overall, you can expect to leverage Spin Analytics to write a report in less than two weeks.

Spin Analytics has been working on this product for three years and is now testing it with some big banks, such as BBVA and Crédit Agricole. If everything goes well, those banks could end up using Spin Analytics for more and more asset classes.

It’s an easy sell, as banks could end up saving a ton of money. Credit risk management currently costs $500,000 to $1 million per model. “We reduce that by 70 percent,” Skliamis said.

Now, banks need to assess the risk of using this credit risk modeling system. It sounds a bit convoluted, but it also sounds like a great business opportunity.

A person with physical disabilities can’t interact with the world the same way as the able, but there’s no reason we can’t use tech to close that gap. Loro is a device that mounts to a wheelchair and offers its occupant the ability to see and interact with the people and things around them in powerful ways.

Loro’s camera and app work together to let the user see farther, read or translate writing, identify people, gesture with a laser pointer and more. They demonstrated their tech onstage today during Startup Battlefield at TechCrunch Disrupt Berlin.

Invented by a team of mostly students who gathered at Harvard’s Innovation Lab, Loro began as a simple camera for disabled people to more easily view their surroundings.

“We started this project for our friend Steve,” said Loro co-founder and creative director, Johae Song. A designer like her and others in their friend group, he was diagnosed with Amyotrophic Lateral Sclerosis, or ALS, a degenerative neural disease that paralyzes the muscles of the afflicted. “So we decided to come up with ideas of how to help people with mobility challenges.”

“We started with just the idea of a camera attached to the wheelchair, to give people a panoramic view so they can navigate easily,” explained co-founder David Hojah. “We developed from that idea after talking with mentors and experts; we did a lot of iterations, and came up with the idea to be smarter, and now it’s this platform that can do all these things.”

It’s not simple to design responsibly for a population like ALS sufferers and others with motor problems. The problems they may have in everyday life aren’t necessarily what one would think, nor are the solutions always obvious. So the Loro team determined to consult many sources and expend a great deal of time in simple observation.

“Very basic observation — just sit and watch,” Hojah said. “From that you can get ideas of what people need without even asking them specific questions.”

Others would voice specific concerns without suggesting solutions, such as a flashlight the user can direct through the camera interface.

“People didn’t say, ‘I want a flashlight,’ they said ‘I can’t get around in the dark.’ So we brainstormed and came up with the flashlight,” he said. An obvious solution in some ways, but only through observation and understanding can it be implemented well.

The focus is always on communication and independence, Song said, and users are the ones who determine what gets included.

“We brainstorm together and then go out and user test. We realize some features work, others don’t. We try to just let them play with it and see what features people use the most.”

There are assistive devices for motor-impaired people out there already, Song and Hojah acknowledged, but they’re generally expensive, unwieldy and poorly designed. Hojah’s background is in medical device design, so he knows of what he speaks.

Consequently, Loro has been designed to be as accessible as possible, with a tablet interface that can be navigated using gaze tracking (via a Tobii camera setup) or other inputs like joysticks and sip-and-puff tubes.

The camera can be directed to, for example, look behind the wheelchair so the user can safely back up. Or it can zoom in on a menu that’s difficult to see from the user’s perspective and read the items off. The laser pointer allows a user with no ability to point or gesture to signal in ways we take for granted, such as choosing a pastry from a case. Text to speech is built right in, so users don’t have to use a separate app to speak out loud.

The camera also tracks faces and can recognize them from a personal (though for now, cloud-hosted) database for people who need help tracking those with whom they interact. The best of us can lose a name or fail to place a face — honestly, I wouldn’t mind having a Loro on my shoulder during some of our events.

Right now the team is focused on finalizing the hardware; the app and capabilities are mostly finalized but the enclosure and so on need to be made production-ready. The company itself is very early-stage — they just incorporated a few months ago and worked with $100,000 in pre-seed funding to create the prototype. Next up is doing a seed round to get ready to manufacture.

“The whole team, we’re really passionate about empowering these people to be really independent, not just waiting for help from others,” Hojah said. Their driving force, he made clear, is compassion.

 

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For $799 you can start mining cryptocurrencies in your home, a feat that previously either required a massive box costing thousands of dollars or, if you didn’t actually want to make any money, a Raspberry Pi. The Coinmine One, created by Farbood Nivi, soundly hits the sweet spot between actual mining and experimentation.

The box is about as big as a gaming console and runs a custom OS called MineOS. The system lets you pick a cryptocurrency to mine – Monero, for example, as the system isn’t very good with mature, ASIC-dependent currencies like BTC – and then runs it on the built in CPU and GPU. The machine contains a Intel Celeron Processor J Series processor and a AMD Radeon RX570 graphics card for mining. It also has a 1 TB drive to hold the massive blockchains required to manage these currencies.

The box mines Ethereum at 29 Mh/s and Monero at 800 h/s – acceptable numbers for an entry level miner like this one. You can upgrade it to support new coins, allowing you to get in on the ground floor of whatever weird thing crypto folks create tomorrow.

I saw the Coinmine in Brooklyn and it looks nice. It’s a cleverly-made piece of consumer tech that brings the mystery of crypto mining to the average user. Nivi doesn’t see this as a profit-making machine. Instead, it is a tool to help crypto experimenters try to mine new currencies and run a full node on the network. That doesn’t mean you can’t get Lambo with this thing, but expect Lambo to take a long, long time.

The device ships next month to hungry miners world-wide. It’s a fascinating move for the average user to experience the thrills and spills of the recent crypto bust.